How to Build a Stronger Team through 1:1s
What I've learned through years of experience in HR and People Ops leadership
What are 1:1s?
Organizations that remember people are the core of the business and invest in them accordingly will see the most success. One-on-ones, or 1:1s, refer to meetings between an immediate supervisor and a direct report, where the employee feels comfortable sharing the challenges they've faced, asking for help, and setting goals, and where the supervisor can share feedback, constructive criticism, and advice. These meetings allow leads and PMs to build relationships with their team and to act as mentors.
My experience with 1:1s
Most tech companies now utilize the 1:1 format, but my first introduction to the concept came in 2015. It took me months to understand the value of meeting directly with my team lead. In one instance, I found myself disagreeing with my manager's decisions and distrusting his plans. I thought we were at an impasse, but then we sat down one-on-one and talked through what was not making sense to me. It was an initial step toward helping us realign.
Since then, I have gone from an HR function lead for a multi-national tech company to leading the People Ops function of a global tech company as well as consulting. Through these positions, I have participated in hundreds of 1:1s as a lead or a team member and have seen the value of the session from both sides.
One-on-ones taught me to openly communicate my journey with my manager and get concrete feedback. Later, when I moved to the other side of the table, I learned how to make people comfortable enough to share their thoughts. Rather than just coasting by on small talk or sheepish criticism, I figured out how to get real thoughts and information from team members by building trust and demonstrating genuine interest.
Now, when I decide to be part of any company, in addition to talking to its leadership team, I like talking to the team members to learn more about the company, its culture, and how seriously it stands by its own words.
I'll share what I've learned about how to best utilize the 1:1 time, specifically in the tech setting where people are evolving constantly. Dedicating a specific time each month helps the team member talk about their growth or share their blockers.
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1:1 Checklist
Prepare topics for discussion
This is crucial: a 1:1 meeting is not the responsibility of the manager or supervisor alone. Both parties share responsibility and accountability for a successful sit-down, though managers are expected to schedule the call or create the documents. When both parties take equal accountability, 1:1 sessions will be most effective.
So, no matter which side of the desk you're on, prepare a list of topics you want to address in the meeting ahead of time. You may keep this list going throughout your time at work, jotting down ideas for your next 1:1 as they come to you throughout the work day.
Encourage two-way communication
1:1s are not an opportunity for a manager to lecture endlessly about what a team member has done or should do. It's much more important in these meetings that a manager hears from their team member—what they've been working on, what they like or dislike about a project or strategy, and how they're feeling about their workload. Well-being should be an integral focus of the discussion, to avoid burnout.
Give & receive feedback
Feedback-sharing is another major part of 1:1s. Team members should provide honest feedback to their manager, the company, and anything they like or dislike. Similarly, managers should provide honest feedback on the team member's performance—what they did well and where they can improve.
Performance is never linear, there are always ups and downs, and we often forget where we started. Regular feedback during 1:1s will help both parties see the performance graph more clearly over six months or a year.
Creating measurement criteria for performance helps immensely. In one such situation, I noticed a team member of mine not performing their best. Though it was an entry-level role, we were a tech start-up and the work required all hands on deck. I held a 1:1 with the team member, where we realized that there hadn't been a clear expectation set for their role. Setting clear expectations and measurement criteria for how they would reach those expectations—together—helped us move forward, and engendered better performance and communication.
Discuss the future
When you sit down with a team member, don't forget the long-term career planning this person may be doing outside of your meeting. A team member's growth, development, and career trajectory should be another focus of the 1:1 session.
In addition to discussing the responsibilities of their current role, talk about prospects that will help them prepare for their next stage. If they have been in an associate role for three years, they might be the next star in the making. Setting goals and plans using the coaching/mentoring approach is the best fit. This allows the manager to be working behind the scenes for the growth, while the team member leads the process.
Encourage questions
Encouraging team members to ask questions should be another focus of the managers to build during 1:1s. Make sure you've created a safe space for your team to ask questions. This not only builds relationships but enhances the environment of trust and engagement. Hearing questions, and then delivering transparent answers—not just 'do this,' but 'this is why you do this'—will improve communication ten-fold.
Making 1:1s Impactful
One-on-ones can be tricky when you feel you're not connecting with your team member or team lead. Like anything, success comes with practice. Don't be afraid to be uncomfortable, as a little awkwardness can eventually lead to better guidance and trust. When supervisors and team members feel they're in it together, everything becomes easier.
To recap, 1:1s exist to:
Build a safe space where team members can share their thoughts and ask questions without the fear of repercussions
Create a two-way feedback process—listen and understand
Cultivate a culture where people remain the core of the business